The document discusses competency-based human resource management (CB-HRM) in Indonesian government institutions. It describes how assessment centers are used to assess civil servants' leadership competencies through simulations and produce competency profiles. These profiles indicate employees' capabilities and are used to make decisions about placement, development, promotion, and retirement. The assessment center unit ensures standardized assessment techniques and clear competency standards are followed. The competency profiles help place the right employees in the right jobs and guide performance management and remuneration programs.

3. BACKGROUND
 Efforts in reforming Indonesian public sector
human resource management have been started
recently by implementing the concept of
competency-based human resource management
(CB-HRM) in several central government
institutions.
 Essentially, the implementation of CB-HRM
requires leaders of these institutions to consider
employees’ competencies as the main reference
in employees’ placement, compensation,
promotion, development and retirement.

4. BACKGROUND
• Assessment Center unit is essential in CB-HRM
implementation, since this unit is assigned to
carry out the process of assessing civil servants’
leadership competencies to produce the
employee’s competency profile.
• This employee’s competency profile will then
be used as the main information for employees’
placement, development, promotion, or even
retirement.

5. WHAT IS ASSESSMENT CENTER?
Multi methods /
simulations
Using
standardized
technique
Multi-
assesors /
raters
To produce
comptency
profile
Clear
competency
standard
Assessment Center (AC) is firstly introduced as a
method to measure and assess employees’
leadership competencies, based on the principles
of :
ASSESSMENT
CENTER

6. THE OBJECTIVES OF
ASSESMENT CENTER
• Assessing leadership competencies of
managers / employees.
• Creating leadership competency
profile of all managers / employees.
• Providing information for top leaders
to use this competency profile as the
basis for implementing “the right
person on the right job” principle.
6

7. BENEFITS OF
ASSESSMENT CENTER
AC
Basis for employees’
development
programs: such as
training, coaching,
mentoring
Basis for
Performance
management
(Job target and
performance
appraisal)
Basis for
remuneration
programs
(incentives based on
competencies and
performances)
Basis for employee’s
promotion and
rotation
HR
COMPETENCY
PROFILE

8. It is established in 2010
The main tasks is to manage (planning,
organizing, monitoring and evaluating) the
process of assessing civil servants’
competencies both for NIPA’s employees and
for other government employees.
It is provided with modern facilities to monitor
and record all employees’ activities during the
assessment process.

9. Assessing leadership competencies for
supervisors, managers, and directors.
Assessment for talent pool management
Psychological tests services to measure
employees’ potentials
Assessor workshops and trainings
Assessment simulations workshops and
trainings

11. Ministry of Public Work, Center for Training
and Development
Riau Island Province
City of South Tangerang in Banten
Regency of Bantaeng in South Sulawesi
City of Bandung in West Java
Regency of Bekasi in West Java
South Sulawesi Province

12. THE ROLE OF ASSESSMENT
CENTER IN EMPLOYEES’
PLACEMENT

13. SETTING THE
COMPETENCY STANDARD FOR THE
JOBS / POSITIONS
Before conducting assessment process, the
organization must set up the competency
standard for the positions / jobs.
This standard should be clearly defined and
approved by the top leader of the institution.
This standard is used as the benchmark for the
assessor and assesse in the assessment
proceces.

14. EXAMPLE OF COMPETENCY
STANDARD
NO LEADERSHIP
COMPETENCY
LEVEL OF COMPETENCY
1 2 3 4 5
1 CONTINUOUS LEARNING
2 CUSTOMER FOCUS
3 TEAM WORK
4 PLANNING & ORGANIZING
5 STRATEGIC THINKING
POSITION : TRAINING MANAGER
REPORT TO : TRAINING DIRECTOR

15. THE ASSESSMENT PROCESSES
Once the standard is set up, the assessment
center unit and assessors are preparing the
assessment simulations as the instruments to
measure employees’ competency.
Simulations include:
1. Problem analysis
2. Leaderless group discussions
3. In Basket Exercises
4. Presentation

16. The result of assessment is the employee’s
competency profile, which show his or her
capabilities in executing managerial tasks in his or
her unit.
This information is discussed and analyzed by the
assessor in the assessors’ meeting
Assessors then write assessment report which is
conveys employee’s level of competency.
This report is called competency profile

17. EXAMPLE OF COMPETENCY PROFILE
NO LEADERSHIP
COMPETENCY
LEVEL OF COMPETENCY
1 2 3 4 5
1 CONTINUOUS LEARNING
2 CUSTOMER FOCUS
3 TEAM WORK
4 PLANNING & ORGANIZING
5 STRATEGIC THINKING
ASSESSEE : JOHN TOOR
CURRET POSITION : ACADEMIC SUPERVISOR
COMPETENCY STANDARD
EMPLOYEE’S CURRENT COMPETENCY

18. THE FOLLOW UP OF
THE ASSESSMENT RESULT
Based on the assessment result, the top
leaders can decide whether to place the
employee in the position or not, based on
his or her competency profile.
It is recommended that the competency
profile is used as the basis for the
employee’s placement, as well as other
considerations.

19. THANK YOU…